Lorianne LaRocco

No, because when it comes to the supply chain, think of a timeline. OK, during this time between now and early June, this is when the retailers, both small and large, we're talking about even like the mom and pop retailers, OK, all the way to the Walmarts.

No, because when it comes to the supply chain, think of a timeline. OK, during this time between now and early June, this is when the retailers, both small and large, we're talking about even like the mom and pop retailers, OK, all the way to the Walmarts.

This is when they actually start placing their orders for the holidays because those items have to be here in the United States by August or September, the absolute latest. And so you've got to tick backwards. It takes anywhere from two to four weeks for those items to arrive from China by the vessel, but then you have to tag on at least two to four weeks to make the product.

This is when they actually start placing their orders for the holidays because those items have to be here in the United States by August or September, the absolute latest. And so you've got to tick backwards. It takes anywhere from two to four weeks for those items to arrive from China by the vessel, but then you have to tag on at least two to four weeks to make the product.

This is when they actually start placing their orders for the holidays because those items have to be here in the United States by August or September, the absolute latest. And so you've got to tick backwards. It takes anywhere from two to four weeks for those items to arrive from China by the vessel, but then you have to tag on at least two to four weeks to make the product.

So this is like now or never. And how can a company make orders, prepare orders if they don't know, A, if we're going to buy anything, and B, how are we going to pay 145%? So all of this uncertainty is leading to this decision gridlock, and that's why nothing is being made. So this is more than just getting our cheap product. It's about jobs. It's about moving the truck workers, the warehousing.

So this is like now or never. And how can a company make orders, prepare orders if they don't know, A, if we're going to buy anything, and B, how are we going to pay 145%? So all of this uncertainty is leading to this decision gridlock, and that's why nothing is being made. So this is more than just getting our cheap product. It's about jobs. It's about moving the truck workers, the warehousing.

So this is like now or never. And how can a company make orders, prepare orders if they don't know, A, if we're going to buy anything, and B, how are we going to pay 145%? So all of this uncertainty is leading to this decision gridlock, and that's why nothing is being made. So this is more than just getting our cheap product. It's about jobs. It's about moving the truck workers, the warehousing.

All of these people, the world of trade is connected on so many different levels.

All of these people, the world of trade is connected on so many different levels.

All of these people, the world of trade is connected on so many different levels.

The market doesn't know anything. The market is literally, no, no. The smart money is banking on optimism. They're banking on the possible promises of trade deals to be made. Last week, we had Lutnik on, and he was saying that there was a deal.

The market doesn't know anything. The market is literally, no, no. The smart money is banking on optimism. They're banking on the possible promises of trade deals to be made. Last week, we had Lutnik on, and he was saying that there was a deal.

The market doesn't know anything. The market is literally, no, no. The smart money is banking on optimism. They're banking on the possible promises of trade deals to be made. Last week, we had Lutnik on, and he was saying that there was a deal.

And we were like, well, what deal was it?

And we were like, well, what deal was it?

And we were like, well, what deal was it?

He couldn't tell us.

He couldn't tell us.

He couldn't tell us.